INTRODUCTIONTalent management is seen to have created the interest of many academics and practitioners both within the public service and private sectors globally. It started off with the term ‘Talent War” that was introduced by McKinsey in the late of 1990s which was popularised since then. However, in the recent two years, it has become more complicated and though there has been many research done in the perspective of talent management, yet there is still no consensus of proper definition of talent management, theoretical backgrounds and scope (Gallardo-gallardo et al., 2013). Even though, talent management reached matured stage in Western countries, however in ASEAN countries it is still at infant stage (Yusuf Sidani & Akram Al Ariss, 2014). Knowing its growing importance, Malaysian Civil Service has started to embrace talent management strategies as many ministries started to develop their strategic planning in line with their talent management requirement. The functions of human resource planning include determining the public service roles, government service size and structure, remuneration package, pension matters, developing strategic alliances and networking. Human resource development functions include the implementation of policies, such as in organisation development, career development, succession planning, training, and management of human resource management in the public service. Human resource management functions include the process of recruitment, positioning, promotions, pensions benefit, service matters, employer-employee relationship, training, policies monitoring, and evaluation management (Public Service Department, 2020). In the literature review, all variables will be explained including talent management (TM). TM can be described as the activities and processes that involve the systematic attraction, identification, development, engagement, retention, and deployment of those talents which are of particular value to an organisation to create strategic sustainable success (Collings & Mellahi, 2009; Gefen et al., 2000; Scullion et al., 2010). It will be followed by the development of talent management policy in Malaysia with the circulation of in-service policy on succession planning and talent development, the policy on Subject Matter Experts (SME) and the latest is the development of talent management /development in ministries and agencies. Hypotheses will then be tested as follows: Talent development and public service performance, Talent engagement and public service performance, Employer branding and public service performance, and talent engagement, talent development and public service performance moderated by employer branding.Talent war, as coined by McKinsey (Datar, 2022) is not something new as it has been an on-going issue for the past ten years, which has drawn interest of many researchers (Thunnissen et al., 2013). In Malaysian civil service, talent management has started to be taken seriously in developing human resource and many ministries started to develop their strategic planning in line with their talent management requirement. There are two theories /approaches that will be used in the article. Resource Based View is a managerial framework used to determine the strategic resources a firm can exploit to achieve sustainable competitive advantage (Barney, 1991). The talent is the only resource which may help in gaining and maintain the competitive advantage, and therefore organisations must put a focus on attracting and maintaining the talented work force. Social Exchange theory revolves on two main dimensions: productivity expectation and mutual trust (Blau, 1968). In order to remain competitive, the talent in an organization should be developed and in order for them to remain loyal, organization must be able to reciprocate with talent needs such as career development, rewards, etc. Thus, the rationale of using these theories as there are holistic and inclusive of many concepts in talent management.The main research objective of this study is to examine the influence of talent management practices such as training and development, career development and talent engagement on organizational performance in the Malaysian public sector, given employer branding as a moderating variable.The sub-research objectives are as follows: i. To examine the relationship between training and development and organizational performance in the Malaysian public ii. To examine the relationship between career development and organizational performance in the Malaysian public sector. sector. 101
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